Chapter 13

*http://www.youtube.com/watch?v=_4Vs_n85sCs

*http://www.youtube.com/watch?v=F116UPXWK-I

*Inspiring others to work hard to accomplish important tasks.

*“You manage things; you lead people” .

Grace Hooper, First female US Navy Admiral

Vision: a clear sense of the future

*a) Challenge the process: be a pioneer, encourage innovation & support people who have ideas

*b) Show enthusiasm

*c) Help others to act; be a team player

*d) set examples (role models)

*e) Celebrate achievements ( emotion & heart)

*Power: ability to get someone else to do something you want done. Positive leadership as opposed to negative leadership.

*Rewards – The carrot at the end of the stick; pay raises, bonuses, promotions, verbal/written compliments, special assignments.

*(temporary compliance)

*Coercion – The long arm of the law – punishment! ; verbal reprimands, pay penalties, termination (temporary compliance /resistance)

*Legitimacy – The Boss; status in the organization.

(temporary compliance)

*Power of Person: (personal qualities of the person)

Expertise – knowledge, understanding, skill.(creates long-term commitment)

*Reference – Charisma or interpersonal attractiveness; people want to identify positively with YOU.

(creates long-term commitment)

*there is no substitute for expertise

*likeable personal qualities are very important

*effort & hard work breed respect

*personal behaviour must support expressed values.

*Power & influence are linked to where you fit in the organization:

*Centrality: have a network of interpersonal contacts who flow into to you – don’t get isolated.

*Criticality: take good care of others dependent on you

*Visibility: get known; make formal presentations, do committee work, pursue leadership assignments.

*A leader’s directives will be followed if: *a) the other person must truly understand

the directive *b) the other person must feel capable of

carrying out the directive *c) other person must believe the directive

is in the organization’s best interest *d) must believe directive is consistent

with personal values.

* Leader/managers pressure you to do questionable things results in ethical dilemmas.

*distributes decision-making power throughout an organization

*Leaders empower others by: providing them with information, responsibility, authority and trust to make decisions & act independently within areas of expertise.

*Always hire people who are smarter than you are!

*The focus: find great leaders & find what made them great

*Objectives: create definitive list of universal leadership traits

*Research findings: Physical characteristics make no difference

* Limitations: possession of certain traits alone no guarantee of leadership success.

*Drive, self-confident, creativity, smart, motivated, business knowledge, flexible, honest

Focus Theoretical Foundation

Managerial Implications

Blake & Mouton’s Leadership Grid

Team management: concern for people & task

Alternative leadership styles for different situations

Impoverished, Authority-obedience, Country club, Middle-of-the-Road

Fiedler’s contingency model

Good leadership matched to leadership style & situational demands

Leadership success in a variety of situations.

Task-motivated or relationship-motivated leaders; based on your personality

the Hersey-Blanchard situational leadership model

Leaders adjust style to maturity of followers

How able, willing & confident followers are to perform a task

DelegatingParticipatingSelling Telling

Focus Theoretical Foundation

Managerial Implications

House’s path-goal theory of leadership

Set up followers for success

Achieve both task and personal goals with help of boss.

Directive SupportiveAchievementParticipative

The Vroom-Jago leader-participation model.

Leader-participation model

Choose method of decision making that fits the nature of the problem.

Decisions via:- Authority - Consultative- Group

*A LEADER SHOULD ASSESS SITUATION CONTROL;

*SHOULD SEEK OUT SITUATIONS THAT MATCH HIS/HER LEADERSHIP STYLE; BE IT:

*TASK ORIENTED; OR

*RELATIONSHIP ORIENTED.

*FIEDLER ARGUED THAT ONE’S LEADERSHIP STYLE WAS TIED TO ONE’S PERSONALITY; CANNOT BE EASILY CHANGED

Transactional Directs the efforts of other through task, rewards and structures

Transformational Inspirational leadership that gets people to do more in achieving high performance. The have: Vision CharismaSymbolism (hero)EmpowermentSmartsIntegrity

*Ability to manage ourselves & our relationships effectively.

Describe the components of emotional intelligence.

*Self-awareness: understand our moods

*Self-regulation

*Motivation

*Empathy

*Social skill

*Discuss the leadership approaches typically used by men and by women, and describe their implications for leadership in contemporary organizations

*Women tend to use interactive leadership.

*A style that shares qualities with transformational leadership.

*Men tend to use transactional leadership.

*Interactive leadership provides a good fit with the demands of a diverse workforce and the new workplace.

*Future leadership success will depend on a person’s capacity to lead through positive relationships and empowerment.

*The leader’s honesty, credibility, and consistency in putting values into action.

*Crucial for transformational leadership and good old-fashioned leadership.

*Moral obligation to awaken people’s potential.

*Moral leaders instill high expectations and let others do their best.

*Leaders must provide the necessary spark to awaken the potential of each individual. High expectations result in high results.

*Remember: everybody has the right to be an insider!